The Hawthorne Studies

The Hawthorne Studies: New Direction-The “Hawthorne Experiments” were a series of studies into worker productivity performed at the Cicero plant beginning in 1924 and ceasing in 1932, initially conducted by the National Research Council and later by Western Electric and Harvard University. Illumination Studies, 1924 -1927: Does Use of Electric Lights Increase Productivity?

Hypothesis: Increased illumination is correlated with higher productivity.

Finding: No relationship

“Hawthorne effect” or "halo effect“ – Researcher

affects outcome (bias

2nd Hawthorne Experiment

Relay Assembly Test Room Experiments, 1927-1929 Harvard research team set up experiment with 5 females from Relay Assembly area to test impact of incentives and work conditions on worker fatigue

There is no conclusive evidence

that these affected fatigue or

productivity.

Productivity and worker

satisfaction increase when

conditions are improved

and made worse.

3rd Hawthorne Experiment

Mica-Splitting Test group, 1928 – 1930 Relationship between work conditions and productivity, by maintaining a piece-rate incentive system and varying work conditions

Productivity increased by about 15% and researchers concluded that productivity was affected by non-pay considerations

Conclusion: social dynamics were the basis of worker performance.

Hawthorne Interviews

Plant-wide Interview program, 1928-1931

1. Western Electric implemented a plant-wide

survey of employees to record their concerns and grievances. From 1928 to 1930, 21,000 employees were interviewed.

2. Data supported the research conclusion that work improved when supervisors began to pay attention to employees, that work takes place in a social context in which work and non-work considerations are important, norms and groups matter to workers.

Hawthorne : Final Experiment

Bank Wiring Observation group, 1931-1932

The final test studying 14 male workers in the Bank Wiring factory to study the dynamics of the group when incentive pay was introduced.

There was no effect. Why?

Work group established a work “norm” – a shared

expectation about how much work should be

performed in a day and stuck to it, regardless of

pay.

The conclusion: informal groups operate in the work environment to manage behavior.

Hawthorne Experiments - Importance

Changed perspective in management from Taylor’s engineering approach to a social sciences approach, leading to "Human Relations" approach and, later, "Organization Behavior" approach:

Engineering approach subordinated to social sciences

Managers = leaders, motivators, communicators

At one time major contributors to Management theory worked on Hawthorne experiments.

Elton Mayo - “Human Relations”

approach (to 1950’s). Mayo’s views

lead to the construction of manager

as a leader.

The Hawthorne Studies

Studies of how characteristics of the work setting affected worker fatigue and performance at the Hawthorne Works of the Western Electric Company from 1924-1932.


Worker productivity was measured at various levels of light illumination.

Researchers found that regardless of whether the light levels were raised or lowered, worker productivity increased.


Human Relations Implications

Hawthorne effect — workers’ attitudes toward their managers affect the level of workers’ performance


Human relations movement – advocates that supervisors be behaviorally trained to manage subordinates in ways that elicit their cooperation and increase their productivity


Implications

Behavior of managers and workers in the work setting is as important in explaining the level of performance as the technical aspects of the task


Demonstrated the importance of understanding how the feelings, thoughts, and behavior of work-group members and managers affect performance

“The Hawthorne Studies”

Illumination Study (November 1924)

Designed to test the effect of lighting intensity on worker productivity

Heuristic value: influence of human relations on work behavior

Relay Assembly Test Room Study (1927-1932)

Assembly of telephone relays (35 parts - 4 machine screws)

Production and satisfaction increased regardless of IV manipulation

Workers’ increased production and satisfaction related to supervisory practices

Human interrelationships are important contributing factors to worker productivity

Bottom Line: Supervisory practices increase employee morale AND productivity

Interviewing Program (1928-1930)

Investigate connection between supervisory practices and employee morale

Employees expressed their ideas and feelings (e.g., likes and dislikes)

Process more important than actual results

Bank Wiring Room Observation Study (November 1931 - May 1932)

Social groups can influence production and individual work behavior

RQ: How is social control manifested on the shop floor?

Informal organization constrains employee behavior within formal organizational structure

Hawthorne Studies - Implications

Illumination Study (November 1924)

The mere practice of observing people’s behavior tends to alter their behavior (Hawthorne Effect)

Relay Assembly Test Room Study (1927-1932)

Relationships between workers and their supervisors are powerful

Human interrelationships increase the amount and quality of worker participation in decision making

Interviewing Program (1928-1930)

Demonstrated powerful influence of upward communication

Workers were asked for opinions, told they mattered, and positive attitudes toward company increased

Bank Wiring Room Observation Study (November 1931 - May 1932)

Led future theorists to account for the existence of informal communication

Taken together, these studies helped to document the powerful nature of social relations in the workplace and moved managers more toward the interpersonal aspects of organizing.

Hawthorne Studies - Criticisms

Not conducted with the appropriate scientific rigor necessary

Too few subjects (N=5)

No control groups

Subjects replaced with more “cooperative” participants

WORTHLESS

GROSS ERRORS

INCOMPETENCE

Documents

The Hawthorne Studies